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The owner is the executive that will foot the bill, the true buyer if external resources are used.
Footing the bill in any business situation should be an indicator of responsibility.
Owner means possession, acceptance of maintenance, pride, a signal of the value.
Using the word in Change Management sends a message of importance.
What does the word owner replace?
The burned out overused and misused term “Sponsor” or worse “ Executive Sponsor”.
Sponsors pay money to support something and then typically do not show up. Worse is sending a representative. Sound like some change initiatives you have seen?
This
Continue reading Change Management Languaging- The search for the owner
It occurred to me while working on a paper for an upcoming change management conference that silos will always exist in some way. There are times when that is a good thing.
Tight intact project teams
Virtual organizations tasked with specific deliverables
Boards of Directors (OK that one is good and bad)
Transactional functions
I am potentially using the picture on the left to illustrate a change entity in an organization. The straight spokes represent functions and the circular connections illustrate project, program, initiative, transformational effort (from the inside to the outside).
The holes in
Continue reading The Silos are still there just different…
Change success (the accomplishment of business objectives near and long term) requires connecting work and motivation to vision/idea/change and vice-versa. That means strategy must make sense and the "make sense" must be transferred to the employees in a way they will accept.
While this seems obvious I find most executives understanding it only on a surface level.
If this loop of idea and work does not exist and/or is not understood then that is the first step in the process of introducing change ideas. With a clear understanding of what it takes to get things done, assuming a
Continue reading Preparing for the next great idea- Extra ingredients for Change Management
There are many times in business where I watch "best practices" being repeated (and cringe). In change that happens when the practitioners get together to decide what works. The process of coming to that decision is much like the one they would use for “readiness assessments” usually based on a resistance model. If the stakeholders they ask say they resisted less as a result of the model or approach then the practitioners feel they have a best practice. And so the loop feeds itself.
If you start with one assumption- in this case a resistance model- and that assumption is
Continue reading Best practices- Assumptions that feed the loop
– thinking that change can be "managed" – reliance on tools, templates and method – using inexperienced change agents
Middle of the organization change tends to draw clients and consultants into an exercise in creating "engagement".
If somebody likes to run they run. Good luck "engaging" someone who does not.
The core problem is that most organizations do not truly have OCM (Organizational Change Management) built into their corporate strategy. So "change engagement" tends to spend time addressing symptoms rather than root causes. "Un-engagement", lack of sponsorship and hit and miss
Continue reading 3 mistakes (client/consultant) of middle of the organization Change Management
Connecting the work of individuals to the strategy of the organization. Placing the strategy of the organization in context with the motivation and work of employees.
If, as a stakeholder, I know how my work fits in and how I can effectively contribute then change management has been successful. If that can be repeated for multiple initiatives, programs and projects then change management has been culturized.
Technorati Tags: CCM, Change, change management, Communications, Garrett Gitchell, individual work, Insights, stakeholders, vision to work, work
A comment and a question I get at every cocktail party when my career is revealed-
That must be fascinating! (it is!)
Do you feel helpless most of the time? (yes but not for long)
My role is at times like the backup quarter back (when there is little chance for needed structural adjustment) and other times like a coach. A coach must stand on the sidelines and hope planning and description translates into strategy and action. They lead but they are not the true leader, the quarterback is. They must survey the big picture while others focus in
Continue reading Change Management from the sidelines
Put together (to continue the last two posts) the change management process and communications lay out a path to turn idea into work then into result/change/solution. With an understanding of what happens to people, process and connection during that journey the leaders and practitioners can help to connect task to big picture and big picture to competency.
Technorati Tags: Change Design, change management, change management consultant, change management phases, Examples, Garrett Gitchell, PMO, vision to work
Change Management communication has four phases.
Idea communication
Awareness
Project Communications
Gauging success
idea communication-
This is the time that the original idea goes through the process of matching to corporate strategy and connecting to the experience, perspective and knowledge of stakeholders. Obviously not everything can be communicated. A sensible level of transparency during this stage will be rewarded in later phases with increased participation and productivity.
awareness-
The second phase of communicating for change management is the process of illustrating and delivering the end state description. It is the foundation for the project and task orientation. It is
Continue reading Change Management communication phases
These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
To make this transition from thought to solution/result will require skills, competencies, organization and most importantly motivation. All of which require
Continue reading Change Management Phases
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